Nourishing Our Employees

Diversity and Inclusion

Creating and marketing products effectively to an increasingly diverse world requires a strong commitment to diversity in every aspect of our business. Our company-wide diversity efforts encourage all employees to bring their uniqueness and individuality to work every day.

We believe that building a diverse and inclusive culture is critical to winning in the workplace, marketplace, and in the community. That is why our Diversity and Inclusion strategy (illustrated below) closely aligns with the Campbell Success Model.

Today, Campbell has an overall representation of 45% women and 35% people of color in the U.S. While we have also seen an increase in representation of women and people of color in the executive ranks, we continue to be challenged with retaining diverse employees at lower levels of management. Improving in this area is a priority across our organization, brought to life through our active recruiting with associations (e.g., Consortium, Reaching Out MBA, Costco Minority Scholars).

While employee representation is important, we believe it is only the foundation for a dynamically diverse and inclusive environment. To build on this foundation, company-wide initiatives are executed with five goals in mind:

1. Firmly establish leadership support and accountability: Senior leaders are responsible for participating in at least one diversity and inclusion training session and for leading a diversity and inclusion activity within the organization. Each Business Resource Affinity Network (BRAN) has an executive sponsor and senior leaders participate in activities such as the Diversity Book Club.
2. Link diversity and inclusion to performance management: Employees at all levels must identify and reach a diversity and inclusion objective, documented on their performance review form, each year. They can participate in any activity that helps to create, manage, value, or leverage a diverse workforce (e.g., organizing a diversity-focused teambuilding activity, seeking out female or minority-owned suppliers).
3. Integrate diversity and inclusion into talent management: Recruiting, developing, and retaining women and people of color is a priority for our business.
4. Build diversity and inclusion into business practices: Our supplier diversity initiative has grown significantly since its inaugural year in 2006 with an increasing goal each year.
5. Educate and train to advance diversity and inclusion: All employees have access to online and classroom diversity and inclusion training, and may participate in educational events about diverse cultures. Our training offerings have expanded from one classroom-based training session in FY2006 to five classroom-based courses and an eLearning class that is adapted for U.S. and international audiences. U.S. participation in diversity and inclusion training sessions was 2,396 employees in FY2010.

Winning with Women

Campbell received the 2010 Catalyst Award for our success in advancing women to leadership roles, a critical part of the company's overall workplace and marketplace transformation. The annual Catalyst Award honors exceptional initiatives from companies and firms that demonstrate the strong business case supporting women's advancement to leadership and positions of influence by employing best practices around diversity, inclusion, and employee engagement.

Campbell was recognized for its “Winning in the Workplace, Winning in the Marketplace, Winning with Women” submission, which used employee engagement, knowledge sharing, diversity and inclusion, and innovation to support the company's overall transformation plan. The award was based on many factors, including strong improvements from 2005–2009 in the following areas:

• Women's representation on the Board of Directors grew to 20% from 13%.
• Women in executive roles grew to 25% from 21%.
• In manufacturing roles, the percentage of women plant directors and managers increased to 21% from 14%.
• Women play a significant role in leading key functions including Legal and Governmental Affairs, Human Resources, and Diversity and Inclusion. Women also have made significant contributions in Marketing and Product Development.

“Campbell's strives to create a better, more inclusive, more successful culture for all of our employees,” says CEO Doug Conant. “Catalyst's recognition of our progress affirms that we are heading in the right direction, but I am confident that we can do even more.”